破解“富不过三代”魔咒，中国家族企业该怎么办？

Core Insights - The lawsuit involving Wahaha Group highlights family conflicts and ownership disputes, raising questions about succession planning in Chinese family businesses [1][2] - The case reflects broader issues in family business governance, particularly the lack of formal succession plans and the blurred lines between family and business [2][3] Group 1: Power Transition - The ownership structure of Wahaha during the founder's era was heavily reliant on personal authority, which worked well while the founder was alive but failed to provide a sustainable governance framework for succession [3] - Following the founder's death in 2024, disputes arose over inheritance rights, particularly concerning a $2.1 billion offshore trust and a 29.4% stake in the company, revealing systemic flaws in succession planning [3][4] - A significant portion of Chinese private entrepreneurs (68%) lack formal wills, making verbal agreements insufficient in legal contexts [3] Group 2: Management Transition - The management style of the founder was characterized by a paternalistic approach, while the current leadership is pushing for a modern corporate governance model, leading to conflicts [4] - The transition has seen resistance from traditional distributors, with sales in some regions dropping over 30% due to new performance targets imposed by the current leadership [4] Group 3: Strategic Continuity - The current leadership's push for digital transformation through a $300 million investment in automated production has not aligned with traditional distribution channels, creating a disconnect [5] - The core competitive advantage of Wahaha has historically been its distributor network and low-cost production, which is now challenged by the need for a digital supply chain [5] Group 4: Global Family Business Insights - Successful family business succession requires a clear understanding of what to pass on and how to do so, as seen in global examples like Walmart and Hermès [11] - The essence of effective succession is not merely about transferring power but ensuring a systemic continuation of culture, values, and capabilities [11] Group 5: Recommendations for Chinese Family Businesses - Chinese family businesses should establish a three-pronged system of governance, culture, and capability to facilitate smoother transitions [15] - Legal frameworks should be adapted to local contexts, including the establishment of family trusts and clear inheritance laws to prevent disputes [16] - Balancing traditional governance with modern management practices is crucial for maintaining operational efficiency and family harmony [17][18]